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First Union

First Union Corporation was a prominent American bank holding company based in Charlotte, North Carolina, that offered a wide range of commercial and retail banking services, as well as investment products, primarily in eleven eastern U.S. states and Washington, D.C., until its merger with Wachovia Corporation in 2001. Founded in 1908 as Union National Bank by H.M. Victor in Charlotte, the institution initially focused on local banking needs before undergoing significant expansion through strategic mergers and acquisitions. In 1958, it merged with First National Bank of Asheville to become First Union National Bank of North Carolina, marking the adoption of the "First Union" name that reflected its growing regional presence. Under aggressive leadership, particularly from Edward E. Crutchfield Jr., who became president at age 32 in 1973 and later chairman and CEO in 1984–1985, the company pursued an ambitious acquisition strategy, completing over 40 deals between 1985 and 1994 to extend operations into states including South Carolina, Georgia, Florida, Tennessee, Virginia, Maryland, and the District of Columbia. By the late , First Union had grown into one of the largest U.S. banks, with assets exceeding $254 billion by December 31, 2000, and more than 1,300 branches serving approximately 7 million customers. Notable innovations included becoming the first U.S. bank to connect its branches via in 1993, enhancing operational efficiency across its footprint. The company listed on the in 1988 under the FTU. In 2001, First Union merged with Corporation on September 1, forming a new entity with $330 billion in assets and $28 billion in stockholders' equity by year-end, which retained the name. This merger positioned the combined company as a leading financial institution in the Southeast. Subsequently, in 2008, & Company acquired Wachovia, incorporating First Union's legacy into its broader operations.

Founding and Early Development

Establishment as Union National Bank

Union National Bank was founded on June 2, 1908, by in , beginning as a modest with its initial offices in the lobby of the Buford Hotel on Tryon Street. raised capital by selling 1,000 shares at $100 each, establishing the institution to serve the growing local economy. The bank's early emphasis was on providing reliable to regional businesses. In its initial years, Union National Bank offered core services such as deposit accounts and commercial loans tailored to local enterprises, operating with a conservative approach that prioritized thorough to ensure stability. This focus helped build customer trust through personalized service, including innovative practices like approving loans only after assessing borrowers' reliability—for instance, once financed a Model T purchase but retained the keys and title until full repayment. By emphasizing high quality over speculative ventures, the bank established a solid presence in Charlotte's commercial landscape. Key early milestones included the bank's expansion beyond its single downtown location, with the opening of its first branch in 1947, making Union National the pioneering Charlotte-based institution to adopt this model and enhance accessibility for customers in surrounding areas. During the of the 1930s, the bank navigated severe economic challenges through prudent lending practices that preserved its capital reserves, allowing it to survive while many competitors permanently closed their doors. This resilience positioned Union National for post-Depression growth, culminating in its merger with the and of Asheville in 1958, after which it adopted the name First Union National Bank of .

Name Change and Initial Mergers

In 1958, Union National Bank, originally established in , in 1908, merged with the and of Asheville to form First Union National Bank of . This merger marked the institution's first expansion beyond , enabling it to establish branches in other parts of the state and solidifying its regional footprint. The rebranding to First Union emphasized a unified identity for the combined entity, which focused on services in . Throughout the and , First Union pursued a series of acquisitions of smaller banks within to consolidate its market position and expand its operational reach. Notable among these was the 1964 acquisition of Cameron-Brown in Raleigh, which broadened its offerings into and services while enhancing its deposit base. By the mid-1980s, these efforts had resulted in mergers with more than 30 local institutions, primarily concentrated in the state during the earlier decades, allowing First Union to build a comprehensive statewide network. This strategy prioritized through branching and integration of acquired entities, emphasizing deposits to support lending activities in the . Under the leadership of Edward E. Crutchfield Jr., who joined First Union in 1965 and rose to become president in 1973 at the age of 32, the bank adopted aggressive branching strategies that accelerated its intrastate expansion. Crutchfield's approach focused on acquiring and converting smaller banks' branches to First Union's model, fostering substantial retail deposit growth and customer acquisition. This period of consolidation under his influence laid the groundwork for First Union's dominance in the state's sector, with deposits serving as a key driver for sustained operational scale.

Regional Expansion in the Southeast

Acquisitions in the 1980s

In 1985, First Union Corporation completed its first major out-of-state acquisition by purchasing Atlantic Bancorporation, the holding company for Atlantic National Bank based in . This stock swap deal marked First Union's initial expansion beyond and positioned it as a significant player in the Southeast's banking landscape, creating a combined entity with approximately $14.4 billion in assets. The acquisition integrated Atlantic's extensive operations, adding a substantial network of branches—over 100 locations—across and enhancing First Union's presence in the high-growth region. Following the Atlantic deal, First Union pursued additional acquisitions to solidify its regional footprint. In 1986, the bank purchased select branches from NCNB () in , including the Hilton Head location, as part of regulatory-mandated divestitures stemming from NCNB's own interstate expansions. This move provided First Union with an immediate entry into the South Carolina market without a full-scale merger. Throughout the latter half of the decade, First Union targeted various Florida institutions, such as First Bankers Corp. in 1985 for $218 million and Central Florida Bank Corporation in 1985 for $25 million, further bolstering its operations in the state. These transactions contributed to rapid asset growth, with First Union's total assets reaching $26.3 billion by 1987 and approaching $29 billion by the end of 1988. Under the leadership of CEO Edward E. Crutchfield, who became CEO in , First Union capitalized on deregulatory changes to drive this aggressive expansion strategy. The 1982 Garn-St. Germain Depository Institutions Act facilitated interstate banking by easing restrictions on mergers, particularly for thrift institutions and failing banks, while subsequent state-level regional banking compacts and a U.S. ruling affirmed the legality of such arrangements. These developments enabled First Union to enter promising markets like and , emphasizing services and mortgage lending to capture population-driven demand. By the close of the , these efforts had transformed First Union from a predominantly North Carolina-based institution into a dominant Southeast regional bank.

Growth Strategies in the 1990s

During the , First Union pursued an aggressive acquisition strategy to diversify beyond its Southeastern roots and establish a national footprint, completing 75 deals by 1997 that elevated it to the sixth-largest bank in the United States. Over 50 of these acquisitions occurred between 1990 and 1997, focusing on regional banks to scale operations rapidly. A pivotal example was the 1995 acquisition of Bancorporation for $5.4 billion in stock, the largest banking merger in U.S. history at the time, which added 685 branches and expanded First Union into key Mid-Atlantic markets including and . This move marked First Union's first major foray outside the traditional Southern banking region, creating a coast-to-coast Eastern network serving millions of customers. This positioning aligned with the passage of the in 1994, which repealed key restrictions on cross-state mergers and branching, allowing banks like First Union to consolidate efficiently without geographic barriers. The act's provisions, effective for mergers by 1995 and full branching by 1997, directly supported First Union's strategy by streamlining approvals for out-of-state acquisitions and branch integrations. Complementing its acquisition-driven growth, First Union diversified into non-traditional banking services, launching consumer finance options like loans and expanding mortgage banking through subsidiaries such as First Union Mortgage Corporation, which ranked among the top providers by the mid-. In investment services, the bank bolstered offerings by acquiring Lieber & Company in 1994, a New York-based firm specializing in research and , and introducing mutual funds distribution and capital markets products including syndicated loans and . These initiatives emphasized fee-based revenue streams over deposit growth, reflecting a broader industry shift toward comprehensive . By 1997, First Union's total consolidated assets had surpassed $100 billion, reaching $136.7 billion and underscoring the scale of its ambitions.

Major Corporate Acquisitions

CoreStates Financial Corporation

In November 1997, First Union Corporation announced its intent to acquire in an all-stock transaction valued at approximately $17 billion, marking the largest bank merger in U.S. history at the time. The deal was completed on April 28, 1998, following regulatory approvals from the and the Department of Justice, which required the divestiture of 32 branches to address antitrust concerns. This acquisition transformed First Union into the sixth-largest U.S. bank, with $204 billion in assets, roughly 2,600 branches, and operations spanning 12 East Coast states from to . The merger built on First Union's aggressive expansion during the , enabling it to pursue deals of this scale and solidify its position as a regional powerhouse transitioning toward national prominence. The post-merger integration centered on consolidating operations under First Union's , headquarters, while fully absorbing CoreStates' Philadelphia-based activities, where the combined entity became the dominant banking player. CoreStates' branches underwent to the First Union name over a multi-month conversion process, including a four-day system switchover in late to unify customer accounts and services. However, the effort encountered substantial hurdles, including high employee as First Union planned to eliminate about 7,480 positions—primarily through layoffs and redundancies—to achieve $459 million in annual cost savings. Technical challenges arose from mismatched information systems, leading to delays in , customer service disruptions, and what later analyses described as a "disastrous" absorption that strained operational efficiency. Strategically, the CoreStates acquisition markedly expanded First Union's footprint along the East Coast, filling gaps in Mid-Atlantic markets like , , and , and enhancing its retail deposit share to the largest on the East Coast. CoreStates' historical roots, descending from the Philadelphia National Bank and ultimately the —the first chartered commercial bank in the U.S., established by the Continental Congress in 1781—allowed First Union to claim a prestigious lineage dating back to the nation's founding, bolstering its brand prestige. The deal elevated First Union's to roughly $40 billion and positioned it as a key contender in the ongoing wave of banking consolidation, though integration woes foreshadowed future challenges in larger mergers.

Bowles Hollowell Conner and The Money Store

In April 1998, First Union Corporation acquired Bowles Hollowell Conner & Co., a prominent Charlotte-based firm specializing in middle-market , , and advisory services. The acquisition, completed on May 1, 1998, integrated Bowles Hollowell Conner's operations into First Union's capital markets division, enhancing its capabilities in fee-generating activities such as advisory and underwriting. Shortly thereafter, on June 30, 1998, First Union completed its purchase of The Money Store Inc. for approximately $2.1 billion in stock, positioning the bank as the largest provider of loans and (SBA) lending in the United States. The deal targeted expansion into subprime and nonprime lending segments, including lines and loans to borrowers with imperfect credit histories, to capture higher-margin opportunities in consumer and . However, the integration proved challenging, with operational disruptions emerging soon after the merger. By 2000, amid rising delinquencies and deteriorating loan performance, First Union shuttered The Money Store's operations and recorded a $1.8 billion charge related to the acquisition. These 1998 acquisitions reflected First Union's strategy to diversify beyond traditional banking into fee-based revenue streams during a period of historically low interest rates, which compressed net interest margins and prompted a shift toward higher-yield lending and advisory services. The CoreStates merger earlier that year provided the necessary capital base to fund these expansions. Yet, the moves exposed vulnerabilities: cultural differences between First Union's conservative banking operations and The Money Store's aggressive sales-driven lending model led to integration friction, while contributing to substantial losses.

Merger with Wachovia

Negotiations and Hostile Bids

On April 16, 2001, First Union Corporation announced a stock-for-stock merger agreement with Corporation valued at $13.4 billion, creating a combined entity with approximately $324 billion in assets and positioning it as a dominant banking force in the Southeast . The deal offered Wachovia shareholders two shares of First Union stock for each Wachovia share, reflecting a premium of about 6% over Wachovia's closing price the previous day. The merger faced immediate competition when, on May 14, 2001, SunTrust Banks Inc. launched a bid for valued at $14.7 billion in stock, offering 1.081 SunTrust shares per Wachovia share and criticizing First Union's proposal as undervaluing Wachovia while highlighting SunTrust's stronger financial performance. This sparked a intense bidding war among the three Southern banking giants, with stock prices fluctuating and legal challenges emerging; First Union and jointly sued SunTrust, alleging misleading statements to sway shareholders. In response, First Union sweetened its offer through adjustments that increased its effective value to around $14.6 billion by mid-2001, bolstered by rising First Union stock prices that eroded SunTrust's initial premium advantage. By August 3, 2001, 's board reaffirmed support for First Union, and its shareholders approved the merger by a margin of 74% to 26%, effectively ending the contest as SunTrust withdrew. Negotiations were led by First Union's CEO G. Kennedy Thompson and Wachovia's CEO L.M. "Bud" Baker Jr., who navigated strategic discussions on integration and governance amid the rivalry. The U.S. Department of Justice conducted an antitrust review, approving the deal on July 26, 2001, conditional on divestitures of 38 branches holding $1.5 billion in deposits across , , , and to address concerns. First Union shareholders had earlier approved the merger on July 31, 2001, with both votes occurring against a backdrop of market uncertainty leading into the economic turbulence. The prior 1998 acquisition of had equipped First Union with valuable integration experience that informed these high-stakes talks.

Completion and Rebranding

The merger between and was completed on September 1, 2001, following regulatory approvals and shareholder votes. First Union was the surviving entity, which was renamed , so First Union shareholders' shares continued unchanged as shares of the new company. The resulting company maintained its headquarters in , adopting Wachovia's branding to leverage its established reputation amid the competitive bidding process that included a hostile offer from . The integration process involved a phased approach to and systems unification, with approximately 2,193 First Union branches gradually converted to signage and operations by the end of 2002, including targeted rollouts in key markets like where the final changes occurred in November. As part of the transition, First Union's portfolio, which had been sold to Corporation in 2000, was not directly reintegrated, while Wachovia's separate portfolio was later acquired by in April 2002 to streamline post-merger operations. The combined entity emerged with significant scale, employing around 90,000 people and holding approximately $329 billion in assets, though it faced immediate costs estimated at $1.525 billion for , , and closures.

Operations and Financial Overview

Banking Services and Branch Network

First Union Corporation provided a comprehensive suite of retail and commercial banking services tailored to individual consumers and businesses across 11 Eastern U.S. states, spanning from to , including , , , , , , , , , , , and the District of Columbia. offerings encompassed deposit accounts such as checking, savings, , and time deposits, averaging $69.3 billion in the consumer segment in 2000, alongside personal loans, lending, and residential , with on-balance-sheet loans totaling $17.7 billion. Commercial services included business financing through commercial loans averaging $26.7 billion, lease financing at $15.5 billion, and commitments to extend credit amounting to $128.2 billion in notional value, supporting a diverse client base from small enterprises to larger corporations. The branch network, which reached 2,193 locations by the end of 2000 and ranked as the third-largest in the U.S., was heavily concentrated in the Southeast and Mid-Atlantic regions, with 621 branches in alone and additional presence in high-population areas like and . This physical infrastructure was complemented by an network of approximately 3,800 machines, ranking sixth nationally and enabling expanded access beyond traditional branches. In the late , First Union piloted early initiatives through its website at www.firstunion.com, achieving 2.4 million enrollments by 2000 and offering services like checking account management, bill payment, and brokerage access, which positioned it as the third-largest and fastest-growing banking channel at the time. The network's geographic footprint had been significantly broadened through strategic acquisitions during the . Specialized services further enhanced First Union's portfolio, including through its Evergreen Investments division, which oversaw $171 billion in by 2000, encompassing mutual funds, services, and trust operations that generated $727 million in fees. For small businesses, the bank maintained dedicated lending programs, serving 800,000 customers with a $9.7 billion loan portfolio that included (SBA)-backed options, tailored to regional economies in the Southeast and Mid-Atlantic through its Banking Division.

Key Financial Metrics and Performance

First Union's asset base expanded substantially in the late 1990s, growing from $157.3 billion in 1997 to $254.2 billion by the end of 2000, fueled by a series of acquisitions that broadened its geographic and product footprint. reached a high of $2.6 billion in 1999, underscoring the benefits of scale and operational efficiencies during this expansion phase, but fell to $92 million in 2000 amid elevated acquisition-related costs and integration expenses of approximately $2.8 billion; operating earnings for 2000 were $2.9 billion. The company's revenue composition in the late highlighted a balanced approach, with approximately 60% derived from —primarily from loans and deposits—and 40% from noninterest fees such as service charges, , and trust services. averaged around 15% over this period, reflecting efficient capital utilization despite increasing competitive pressures in the banking sector. By 2000, First Union ranked as the sixth-largest U.S. bank , with total assets of $254.2 billion and a presence in multiple states supporting its market position. performance, however, exhibited volatility tied to merger activities, including a roughly 20% decline following the announcement of The Money Store closure in mid-2000, as investors reacted to charges and performance concerns. This extensive branch network, spanning over 2,000 locations, underpinned revenue generation by facilitating customer access to services.

Controversies and Legacy

Integration Challenges and Losses

The integration of CoreStates Financial Corporation after the 1998 merger posed substantial operational and cultural challenges for First Union, marked by high employee turnover and unforeseen expenses from IT system migrations and branch rationalizations. The merger led to the elimination of roughly 7,480 positions and the closure of 172 branches, as cultural differences and job insecurity prompted departures among staff. IT overhauls proved particularly disruptive, with rushed data conversions causing service outages and customer dissatisfaction, ultimately incurring significant unexpected costs beyond initial projections for system compatibility and overlap resolutions. The acquisition of The Money Store in exacerbated First Union's difficulties, as the subprime lender's portfolio suffered from escalating loan defaults amid economic pressures in the late . By 2000, rising delinquency rates in and loans prompted the abrupt closure of the unit, triggering a $2.8 billion restructuring charge primarily tied to on the impaired assets and wind-down operations. Broader controversies emerged in 1999 through multiple class-action securities lawsuits alleging that First Union executives issued misleading disclosures about the CoreStates merger's integration risks and expected synergies, downplaying customer attrition and cost overruns. These suits, consolidated in federal court, claimed violations of securities laws. Additionally, the bank's aggressive tactics during this phase drew for pressuring employees to cross-sell products, fostering a high-stress environment that contributed to internal morale issues and external complaints about customer treatment.

Long-Term Impact and Succession

Following the 2001 merger, key First Union executives, including G. Kennedy Thompson who served as CEO of the combined Corporation from 2001 until his resignation in June 2008 amid the , continued to lead the entity, ensuring continuity in strategic direction. This retention of leadership helped maintain operational stability during the integration period and preserved , as a significant regional banking hub, even after Wells Fargo's acquisition shifted the corporate headquarters to . Charlotte's role as a financial center endured, supported by the ongoing presence of former Wachovia operations and its status as the second-largest U.S. banking hub by assets as of 2018. First Union's aggressive expansion in the and positioned it as a pioneer in interstate banking, capitalizing on the 1985 ruling and subsequent deregulations like the 1994 Riegle-Neal Interstate Banking and Branching Efficiency Act to acquire institutions across multiple states, including , , and . This model accelerated industry consolidation, reducing the number of U.S. banks from about 12,000 in 1990 to approximately 8,300 by 2000 and influencing the wave of megamergers that reshaped into a more nationalized sector. However, First Union's foray into through its 1998 acquisition of The Money Store for $2.1 billion exposed it to high-risk consumer loans, leading to approximately $2.8 billion in charges announced in 2000 and the unit's eventual sale at a loss. These early struggles with subprime portfolio deterioration foreshadowed the broader vulnerabilities in nonprime lending that contributed to the , highlighting risks in aggressive credit expansion without robust . As of 2008, the legacy of First Union lives on through , which acquired in an all-stock transaction valued at $15.1 billion completed on , 2008, to prevent its collapse during . Former First Union and branches, numbering over 3,000 at the time of acquisition, have been fully integrated into 's network, operating under the Wells Fargo brand with unified systems for deposits, loans, and services. This succession serves approximately 10 million customers from the original footprint, primarily in the eastern and southeastern U.S., while contributing to 's overall scale as one of the nation's largest banks by assets.

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